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Recruitment

ME 212 Human Resource Development and Management, PSU, Urdaneta City

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RECRUITMENT
Ma. Stella M. Frias
Reporter
HOW DO ORGANIZATIONS
ATTRACT A QUALITY
WORKFORCE?
RECRUITMENT
 Recruitment
 as a human resource management function, is one of
the activities that impact most critically on the
performance of an organization
 Activities designed to attract a qualified pool of job
applicants to an organization.
 Steps in the recruitment process:
 Advertisement of a job vacancy.
 Preliminary contact with potential job candidates.
 Initial screening to create a pool of qualified applicants.
Steps in recruitment process
Successful recruitment involves the several processes of:
1. Development of a policy on recruitment and retention and the
systems that give life to the policy; requirements of the
organization.
2. Identification, within and outside the organization, of the potential
human resource pool and the likely competition for the knowledge
and skills resident within it;
3. Job analysis and job evaluation to identify the individual aspects of
each job and calculate its relative worth.
4. Assessment of qualifications profiles, drawn from job descriptions
that identify responsibilities and required skills, abilities,
knowledge and experience;
5. Determination of the organization’s ability to pay salaries and
benefits within a defined period;
6. Identification and documentation of the actual process of
recruitment and selection to ensure equity and adherence to equal
opportunity and other laws.
Process is interlinked and interdependent
with other activities
Employee planning and work analysis
Deciding on the number of vacancies and
selecting a source
Advertising vacancies
Screening the applicants
Filling vacancies
RECRUITMENT METHODS
 Recruitment methods:
 Internal recruitment — candidates are sought from within
the organization
 External recruitment — candidates are sought from outside
the hiring organization
 Traditional recruitment — candidates receive information
only on most positive organizational features.
 Realistic job previews — candidates receive all pertinent
information.

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Recruitment

  • 1. RECRUITMENT Ma. Stella M. Frias Reporter
  • 2. HOW DO ORGANIZATIONS ATTRACT A QUALITY WORKFORCE?
  • 3. RECRUITMENT  Recruitment  as a human resource management function, is one of the activities that impact most critically on the performance of an organization  Activities designed to attract a qualified pool of job applicants to an organization.  Steps in the recruitment process:  Advertisement of a job vacancy.  Preliminary contact with potential job candidates.  Initial screening to create a pool of qualified applicants.
  • 4. Steps in recruitment process Successful recruitment involves the several processes of: 1. Development of a policy on recruitment and retention and the systems that give life to the policy; requirements of the organization. 2. Identification, within and outside the organization, of the potential human resource pool and the likely competition for the knowledge and skills resident within it; 3. Job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth. 4. Assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience; 5. Determination of the organization’s ability to pay salaries and benefits within a defined period; 6. Identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws.
  • 5. Process is interlinked and interdependent with other activities Employee planning and work analysis Deciding on the number of vacancies and selecting a source Advertising vacancies Screening the applicants Filling vacancies
  • 6. RECRUITMENT METHODS  Recruitment methods:  Internal recruitment — candidates are sought from within the organization  External recruitment — candidates are sought from outside the hiring organization  Traditional recruitment — candidates receive information only on most positive organizational features.  Realistic job previews — candidates receive all pertinent information.
  • 7. Sources of Recruitment •Internal and External sources •Internal source – Selecting suitable candidate from among the current employees in an organization •Employee referrals, promotions from within, succession planning. Advantages: •Builds employee morale •Involves less cost than booking for outside •Facilitates people to be places in the middle and top level positions
  • 8. •Walk in/write in •Advertising •Private placement agencies •Government – employment exchanges •Campus recruitment • Job fairs •Professional associations External Source of Recruitment
  • 9. •Recruitment thru internet •Advantage is wide publicity and a chance for a large number of applicants to choose •Best method to be assessed depends upon: - Cost per hire - Number of resumes - Time-lapse between recruitment and placement ratio - Applicant performance and turnover Electronic Recruiting
  • 10. COLLEGE RECRUITMENT College recruiting – sending an employer’s representatives to college campuses to pre screen applicants and create an applicant pool from that college’s graduating class – is an important source of management trainees, promotable [entry-level] candidates, and professional and technical employees
  • 11. The concept of a job fair is to bring those interested in finding a job into those companies who are searching for applicants. Job fairs are open fora at which employers can exhibit the best their companies have to offer so that job seekers can make informed choices. They are considered one of the most effective ways for job seekers to land jobs. Job Fairs
  • 12. Initiate recruitment request Review & approval by level 5 and above managers Approval received Yes No References Advertise/ Agencies Screening Profiles Eligible Profiles found Yes No Is written test required No Yes Conduct Written test Arrange & conduct Interviews Qualified/ Short listed NOYes Intimate to the candidate about not short listed/selected Qualified/ Short listed Yes No Final selection Selected Yes Send offer letter Yes No Intimation to the Original requester A A A A Recruitment Flow Chart
  • 13. SELECTION  Selection  Choosing from a pool of applicants the person or persons who offer the greatest performance potential.  Selection Steps  Completion of a formal application form.  Interviewing.  Testing.  Reference checks.  Physical examination.  Final analysis and decision to hire or reject.
  • 14. STEPS IN THE SELECTION PROCESS
  • 15. STEPS IN THE SELECTION PROCESS  Step 1—application forms  Declares individual to be a job candidate.  Documents applicant’s personal history and qualifications.  Personal résumés may be included.  Applicants lacking appropriate credentials are rejected at this step.
  • 16. STEPS IN THE SELECTION PROCESS  Step 2—interviews  Exchange of information between job candidate and key members of the organization.  Opportunity for job candidate and organizational members to learn more about each other.
  • 17. STEPS IN THE SELECTION PROCESS  Step 3 — employment tests  Used to further screen applicants by gathering additional job-relevant information.  Common types of employment tests:  Intelligence  Aptitude  Personality  Interests
  • 18. STEPS IN THE SELECTION PROCESS  Criteria for selection devices:  Reliability  The selection device is consistent in measurement.  Validity  There is a demonstrable relationship between a person’s score or rating on a selection device and his/her eventual job performance.
  • 19. STEPS IN THE SELECTION PROCESS  Behaviorally-oriented employment tests:  Assessment center  Evaluates a person’s performance in simulated work situations.  Work sampling  Evaluates a person’s performance on actual job tasks.
  • 20. STEPS IN THE SELECTION PROCESS  Step 4 — reference and background checks  Inquiries to previous employers, academic advisors, coworkers and/or acquaintances regarding applicant’s:  Qualifications.  Experience.  Past work records.  Can better inform potential employer.  Can enhance candidate’s credibility.
  • 21. STEPS IN THE SELECTION PROCESS  Step 5 — physical examinations  Ensure applicant’s physical capability to fulfill job requirements.  Basis for enrolling applicant in life, health, and disability insurance programs.  Drug testing is done at this step.
  • 22. STEPS IN THE SELECTION PROCESS  Step 6 — final decision to hire or reject  Best selection decisions will involve extensive consultation among multiple parties.  Selection decision should focus on all aspects of the candidate’s capacity to perform the designated job.
  • 23. SOCIALIZATION & ORIENTATION  Socialization  Process of influencing the expectations, behavior, and attitudes of a new employee in a way considered desirable by the organization.  Orientation  Set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization.
  • 24. Induction •It is usually the responsibility of the HR department to conduct induction process •Induction is the process that introduces an employee to the organization
  • 25. Immediate supervisor might introduce the following steps: •Welcomes the newcomer •Explains the overall objectives of the company and his role •Shows the location or place of work •Hands over the rule book or job descriptions •Provides details about training and promotional advancements •Discusses working conditions
  • 26. •History of that company •Layout and physical facilities •Products/services offered •Overview of the company procedures •Disciplinary procedures •Probationary period Topics that are usually covered are: Organizational issues:
  • 27. •Pay scales •Vacations, holidays •Schedules •Counselling •Other benefits •Training opportunities Employee Benefits